“It’s show business, baby.”

Those words, dripping with the cynicism of a grizzled design director, haunted my early days in architecture. I recoiled at the notion that our noble profession could be reduced to mere theatrics. Architecture was supposed to be about shaping the world, not staging a spectacle. Yet, there I was, drowning in a sea of flashy presentations and elaborate pitches. What kind of madness had I stumbled into?

Would success mean becoming the architectural specter of Don Draper: a slick, soulless sales virtuoso? Would I trade in my architectural ideals for charm and deceit? The idea of becoming a peddler of dreams made my skin crawl. This was a visceral conflict, a clash between the purist vision I developed in college and the undeniable need to sell, to perform. I have since realized that the model presented to me in academia was not only insufficient, but potentially damaging, a fantasy that ignored the rich, human-relationship side of architecture.

Acknowledging the Skeptics

There are those who believe that performance has no place in architecture. I know this because I was one of them. They dismiss the notion that our profession, rooted in technical rigor and creative brilliance, should involve anything as disingenuous as “performance.” Yet, like it or not, architects perform every day. Examples are plentiful: the carefully curated entourage in our renderings, chosen to exude luxury or celebrate diversity; the sartorial adjustments we make to mirror the client’s fashion sensibilities; or the pitch deck, thoughtfully orchestrated to tell a compelling story of a shared future. These are the innocent but essential performances we stage to seduce our audience—the client. At the pitch, every gesture, every visual, every word is a calculated move in the game of persuasion. The goal? To transform abstract designs into irresistible realities, dreams into signed contracts, and ultimately, shape the world we live in for the better.

No Blank Canvases

Every architect knows there are no blank canvases in the built environment. Armed with constraints—property lines, setbacks, existing structures—architects navigate a complex labyrinth of regulations and site realities. Every project is a dance between tangible and intangible forces. Architects are the choreographers, guiding each step with precision and intent.

A turning point in my journey from performance skeptic to performance embracer was realizing that the project brief is a shallow representation of the true project parameters: building codes, disgruntled neighbors, abatement issues, social context, historical overlays, and, crucially, the client’s personality and proclivities. These factors collectively define the parameters within which architects must operate. Ignoring external influences for the sake of geometric or aesthetic considerations is not only irresponsible but also neglects the full scope of an architect’s responsibility. Architects are not just designers; they are stewards of the built environment. This means balancing responsibility to both design integrity and external factors and designing solutions that address and integrate all these complexities.

Performance is Integral to the Process

Performance is as critical to architecture as any design charrette or waterproofing detail. If we fail to sell the idea or connect with the client, we risk condemning the built environment to mediocrity.

Paul Rand, the legendary graphic designer, understood the role of communication and graphic language in great design. He famously declared, “Everything is design. Everything!” This all-encompassing view extends to architecture and how we convey our vision. Crafting compelling narratives is essential to securing client buy-in and support. Just as Rand saw design in everything, architects must embrace performance as an inseparable part of the design process. We are storytellers, crafting tales that captivate stakeholders, inspire action, and ensure our visions find their way into reality.

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A hard lesson for new graduates: you do not have the power to make a difference. You do, however, have the power to influence those that do. Shifting your perspective will allow you to create a real impact in the built environment. Client engagement is the crucible in which design is forged. Client presentations, for example, are more than formalities; they are the lifeblood of the process, where ideas are tested, critiqued, and refined. This exchange of ideas defines the work itself and shapes the design in profound ways. In these carefully staged exchanges, ideas are sharpened and transformed. And while architects should stand firmly in their expertise and convictions, they must also recognize that they are not the experts in their clients’ businesses. The client’s vision, dreams, and anxieties need to be woven into the fabric of the project. Without the client, we are merely dancing in front of the mirror, alone. Our ability to present and adapt is what turns client interactions into collaborative creations. Performance is how we influence. Performance is how we make a difference.

Storytelling: More Than Salesmanship

In 2022, Gensler hired Bob Weis, the former president of Walt Disney Imagineering, to lead their entertainment practice. Weis brought with him a vision for creating lasting impressions and emotionally resonant spaces, stating “Our intent is to create a space where people have an emotional experience that causes them to come back time and time again.”

The same must be true for the experiences we create for our clients. It may seem like we are simply addressing a problem or presenting a design solution, but don’t be fooled. What we are really doing—or should be doing—is translating complex ideas into compelling narratives. We are telling a story where we become the irresistible choice for them.

Salesmen push; storytellers pull. Storytelling is not hawking snake oil, but rather creating a vision that resonates and allowing the client to see the world as we do. Take a ballerina, for example. Her work on stage is a performance, yet it is unquestionably authentic. The same is true for architects. Presenting our visions and selling our ideas to clients is a performance, but it must be deeply rooted in authenticity to be effective.

Your Design Isn’t Enough

Consider the bowerbird, the architect of the avian world. These feathery Casanovas build extravagant structures purely to court a mate. No practical use, just sheer, unabashed performance. Architects channel their inner bowerbird in the client pitch, weaving intricate stories with flashy models and renderings, not unlike the bowerbird’s colorful nests. It’s a dance. A spectacle to woo the client. Art with a singular goal to enchant and captivate. Welcome to the wild courtship of architecture—where every pitch is a performance!

We have all endured the heartbreaking post-interview call from a pitch we thought we knocked out of the park. You know the one: “It was a tough decision. We were impressed by your team and appreciate the effort, but unfortunately, we’ve decided to go with another team.” This is the interview equivalent of “It’s not you, it’s me”. In architectural courtship, the interview is the first date, and sometimes, the chemistry is one-sided. The difficult truth is that design alone isn’t enough to win the work. Most decisions hinge on chemistry. Ultimately, the client selects the team that they like the best. They pick the personalities they feel best about working with for years. Competency and experience do matter, but if you have made it to the interview, you have likely cleared the competency filter already.

The design presented at the pitch rarely becomes reality—nor should it! At this stage, the focus should be on articulating a process of engagement and demonstrating your capability to understand and address the client’s unique needs, not delivering a finished solution. Be like the bower bird: show off a little, and maybe, in time, you and your client can build a remarkable nest together.

Balancing Authenticity and Performance

Authenticity and performance aren’t mutually exclusive. When we are true to ourselves and our clients, the performance is inherently authentic. Here are strategies to engage clients effectively while maintaining this integrity:

• Do your research and personalize your narrative. Show that you understand their needs. Let every detail reveal that you have done your homework and are invested in their vision.

• Illustrate your commitment by telling stories that show—not just tell—how you go the extra mile. Share real-life examples of your dedication and ingenuity. Authenticity shines in the specifics, in moments where your passion and hard work are evident.
• Imposter syndrome is a common affliction, but remember, that if you’re in that room, you’re there for a reason. Your audience wants to hear from you. Let your confidence reflect the trust they have placed in you. Be your true, authentic self.
• Marketing is not just the CEO’s job—it’s yours, too. Engage with everyone, everywhere. Don’t wait until the pitch to build rapport with decision-makers. As Art Gensler said, “We chase relationships, not projects.” Cultivate relationships genuinely and let your authenticity be your strongest tool. The performance starts long before the interview. Every interaction matters.
• Finally, elevate your storytelling skills to match your technical prowess. In architecture, great designs don’t always speak for themselves—that’s our job.

It took me years to come to terms with the phrase “It’s show business, baby.” If you ask my team, the phrase that haunted me in those early days now frequently comes from my own mouth. What I once saw as mere theatrics, I now recognize as an essential part of our craft. In the end, the most genuine performances are those that truly resonate, turning our architectural visions into lived realities. On the other side of the coin, you have Don Draper. If we can learn anything from Mr. Draper, it’s that your lies will catch up with you. Shoot for authenticity, perform your heart out, and break a leg!